Strategic Workforce Plan/ Employee Value Proposition Thursday, - - PDF document

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Strategic Workforce Plan/ Employee Value Proposition

Thursday, February 21, 2019 1:00 – 2:30 pm ET

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for replay shortly after this web seminar. 1 2

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Today’s Moderator

Walter L. Graf, Jr. Program Director – Asset Management & Intelligent Water Systems The Water Research Foundation

Today’s Speaker

Matthew Campbell Managing Director, Advisory – Talent + Organization KPMG LLP

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Source: SWAN Conference (2017) Mobile App

WRF Recent Workforce Efforts

• Second in a series of WRF and the Water

Services Association of Australia (WSAA) partnerships in future workforce topics for the water sector.

• The first collaboration was the Workforce Skills
• f the Future project
• Two key foundation programs ‐ SWP and EVP
• The outcomes have the potential to shape

how all subsequent initiative are taken in the sector

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Strategic Workforce Planning And Employee Value Proposition

Hosted by DC Water Thursday January 10‐11, 2019 & Hosted by San Francisco Public Utilities Commission Tuesday January 15‐16, 2019

Workshop Attendees

• In January 2019, in Washington, D.C. and

San Francisco, over 50 attendees from 11 utilities attended workshops on Strategic Workforce Planning

• During this workshop hosted by the Water

Research Foundation, in partnership with KPMG and WSAA, attendees were presented data and results from Australia’s water sector and given an opportunity to explore the composition and needs of the future workforce for the water sector

• Attendees assessed the state of their

current workforce planning efforts and brainstormed next steps for their individual utilities and the sector as a whole

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Strategic Workforce Planning

Why are we here?

INTERNATIONAL project: WSAA, WRF and UKWIR OCCASIONAL PAPER published in December 2017 Key WORKFORCE TRENDS and FUTURE SKILLS required in the Water Sector Key GLOBAL DRIVERS for change and enablers for success Focus on CUSTOMER TRENDS and FUTURE OF WORK Two key foundation programs: STRATEGIC WORKFORCE PLAN EMPLOYEE VALUE PROPOSITION

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Context

Recap from Future Skills project‐ United States results ‘’Considering the skills and capabilities of your workforce, how confident are you that these will enable you to deliver against your current, medium, and long term business objectives?’’

Extremely confident Very confident Somewhat confident Not very confident Not at all confident

Why are we here?

Source: Kane, Joseph and Tomer, Amie. Metropolitan Policy Program at Brookings Institute. “Renewing the Water Workforce: Improving water infrastructure and creating a pipeline to opportunity”. June, 2018.

From a June 2018 report from the Metropolitan Policy Program at the Brookings Institute:

“The economic opportunity stems from the urgent investment needs across the country’s water infrastructure assets…With $655 billion in capital investments needed nationally over the next 20 years”

“On average, water workers use 63 different tools and technologies each, compared to the 6 tools and technologies typically used by workers in all

• ccupations nationally.”

“Collectively, the water workforce fills 212 different

• ccupations”

“The changing nature of work in the [water] sector, including new types of field work, new design guidelines, and increased automation, only add to the breadth of skills needed.”

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Confidence in skills and capabilities Trends in Strategic Workforce Planning

Growing demand for labor, and shortages in key and specialist skills Cost pressures, excessive spend on freelance staff, and concerns regarding redundant skills A constant evolution of technology advancements and cognitive intelligence along with customer demands Increased mobility of people and need to consider global talent pools Developing and retaining great talent

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Workforce Planning Continuum

Job Family Framework Development & Review Future of Work/Workforce Shaping Workforce Navigator • Cognitive Value Assessments

• Digital Strategy
• Demographics & Futurist

Strategic Workforce Planning Capability Maturity Assessments • SWP Training • Plan Development & Reviews

• Labour Market Analysis

Operational Workforce Planning Rostering • Workforce Transition Plans • Work Value Assessments

Critical Role Identification Workforce Risk Analysis

HR Metrics

• Maturity Assessments
• Workforce Profiling
• Benchmarking

Workforce Analytics

• Maturity Assessments
• Workforce Performance

Problem Solving ‐Predictive and Prescriptive Analytics

Key client considerations

Business Analytics

• Business Performance Problem

Solving – Predictive and Prescriptive Analytics

• Complex scenario modelling

Strategic Workforce Planning Maturity (San Francisco)

Current State of organization Ideal Future State of organization

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KPMG’s Strategic Workforce Planning Approach

Analysis of current supply and demand profiles Visualise outputs by job family, capability, skill group, location or division Consider FTE and cost views, and the bottom line impact

• f every option

Ability to “slice and dice” data using any combination of filters Generate and analyse a range of demand and supply scenarios

SWP Uses Scenarios to Understand Supply and Demand Requirements

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Navigating Workforce Disruption

Scenarios People strategy Current workforce Business strategy Future workforce

Show and Tell

• What skills and capabilities are you prioritising in your

current Workforce Plans?

• What are the critical roles/workforce groups that will

enable success?

• Is your Workforce Planning operational or strategic?

Attendees discussing current workforce planning activities and future needs

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Current Workforce Planning Maturity

Top 10 Workforce Planning Activities currently being undertaken across the US Water Sector: 1. Development & Mentor programs (team, leaders, entry‐level employees) 2. Strategic business planning to meet budget requirements 3. Improving recruitment (Accelerated; Expanding

• utreach to Millennials and Veterans)

4. Career Pathways and increased interior mobility 5. Performance management systems 6. Retirement projections and turnover analyses 7. Strategic workforce planning to satisfy fiscal planning 8. Training (Cross training, shift study, internships, apprenticeships) 9. Job Description assessments and reviews 10. Rewards & Recognition programs Top skills and capabilities currently being targeted across the US Water Sector: 1. Trade skills and programs (electric, mechanical, engineering) 2. Leadership skills 3. Technical skills 4. Operators (Waste water) 5. Entry level workers 6. Information Technology: security, GIS, programming; Data Analytics 7. Veteran workforce 8. Management skills 9. Change management 10. Automation

First steps in applying SWP – Identifying Scenarios

Participants discussed the known and emerging needs of 5 stakeholder groups, which would create scenarios causing future strategic workforce skills demand

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Customers & Technology Management & Technology

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Regulators & Environment Employees

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Parent Organization

Employee Value Proposition

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Why are we here ‐ A view of disruption

Top five strategic priorities in next three years

• f CEOs say that rather than waiting to be

disrupted by competitors, their

• rganization is actively disrupting the

sector in which they operate.

72%

Greater speed to market Digitization of the business Becoming more data‐ driven Implementing disruptive technology



Building public trust Contingent and gig workers Intelligent automation Consumerism behavior 100 year life

Macro trends are predicted to have the greatest impact on the

• workforce. Organizations must

address both industry disruptions and workforce challenges.

Workforce expectations have changed

End‐to‐End experience

Customers see products as increasingly commoditized— an end‐to‐end experience is what differentiates, e.g., Starbucks and Tesla.

Customized convenience

Rather than incumbent providers, consumers are turning to new “entrants that are more innovative and convenient, e.g., Netflix, Uber and WhatsApp.

Instant everything

Customers expect on‐demand access to information—24/7 consumer service—enabled by mobile access, e. g., PayPal and Amazon Prime.

Everyday magic

Consumers are now conditioned to expect products and services to gauge their wants and needs, and learn, then adapt to improve the experience, e.g., Nest andT‐Mobile.

Quiet simplicity

Time‐pressured consumers are looking for providers to help make the daily 'noise' of simple transactions disappear, e.g., Apple, Samsung andAlertMe.

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Different pieces of the value chain

Employee Value Proposition Employee Experience Employee Engagement

Attraction Retention Productivity EVP is an ‘employment deal’, a balance of the value that’s expected to be contributed with the value expected in return. The future of work requires that

• rganizations begin to focus on

the reasons why workers want to work, versus need to work.

• Talent Brand
• Organizational Culture
• Reward & Recognition
• Leadership
• Learning & Development
• Career Path
• Connected communities
• Technology for the task
• Seamless interfaces
• Mobility for flexibility
• Purpose driven work
• Preferences
• Personas

Experience puts the focus on the employee, their journey along the lifecycle, the relationship with the

• rganization, & where it breaks down.

Launch and Assess Campaign Evaluate Talent Brand Conduct Gap Analysis Develop Recommendations Refresh Employer Promise

Proposed EVP approach

What is the offer articulated through the brand?

the expectations that developed prior to joining are informed by what is being messaged externally and promised internally

What differentiates this as a great place to work?

the overarching statements that capture who you are as an employer and why a candidate should join and employee stay

What will it take for the EVP to be authentic?

KPI’s for people processes contributing to success factors and measurement for the leadership vision of who the organization is

Does the value communicated align with reality?

the people processes related to the EVP dimensions and where there might be misalignment with the actual experience

What channels to leverage to spread the word?

value statements packaged into marketing campaign to advertise the validated employee value proposition

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Sample EVP

Choice

Supporting you to exercise choice and flexibility over how you work to best suit your personal style, workload, and collaboration needs.

Team

A social, collegiate and connected team underpinned by a conversation culture.

Technology

Leading technology that enables you to do your best work.

Facilities

State of the art facilities, including breakout and recreation spaces.

Water Sector Visioning Exercise

Attendees’ responses to visioning exercise

Attendees shared components of their utilities’ visions that could be applied to the US Water Sector; then worked together to brainstorm what a sector vision should communicate and how it could be unique 33 34

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Defining an EVP Vision for the Water Sector

‐Creating the future of water ‐Working together ‐Uniting the community ‐Autonomy ‐Work assignment flexibility ‐Opportunity to contribute ‐Rewarding work environments ‐Job stability ‐Challenging work ‐Appreciation for work ‐Full utilization

• f skills

‐Develop critical thinking skills ‐Environmental impact ‐Stewarding water ‐Innovating for high quality water ‐Learning and development

• pportunities

‐Dynamic projects ‐Bringing communities together ‐Diverse thinking ‐Being a change agent ‐Relationship building ‐Advocacy ‐Make a difference Draft statements for a water sector EVP ‐Educating consumer

Leveraging Innovation for Community Impact:

• “Bringing the community together to create the future of water through innovation…”

Autonomy and Challenge: “You’ll want to work here because the water sector provides opportunities to utilize your skills to address challenges while being able to work autonomously.” Leadership Interaction: “You’ll want to work in the water sector for our learning and development

• pportunities, ability to interact with leadership, and the dynamic projects you’ll work
• n.”

Employee Value Proposition – Draft Statements

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Employee Personas

“The Savant” is high in creativity, but low

• n situational

awareness.

• Personas emerge from a mix of qualitative and

quantitative research, data analytics and subsequent analysis.

• Based on this information, people are segmented

into groups and plotted across a persona grid.

• The themes on each axis will depend on the

requirements associated with the project.

• The visual representation of the research aids in

discussion about which group to target change and communication strategies toward.

Key Water Sector Personas

Attendees presenting pitches to employee segments and personas 37 38

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Key Water Sector Personas

Quarter Lifer

• Wants to buy a home,

take care of family

• Benefits
• New Technology
• Innovate and be heard by

team

• What are people like
• Choice about how to

grow Dot.Com Refugee

• Wants to serve

community and protect the environment

• Flexibility to work from

home

• Family, balance, own

their own home

• Wants formal learning
• Complex interesting

work

• Modernize the sector

technology and address future problems Technologist

• Wants cutting edges

technology

• Wants student loan

reimbursement over a pension

• Wants new experiences

and development through numerous methods

• Wants autonomy
• Wants to mentor others
• Solution driven

Return Home

• Wants to be appreciated

for their service

• Building a personal life

after their service

• Preserve safety and use

their skills

• Seeks opportunities for

advancement

• Wants to work in

collaborative environments

Attendees brainstormed key Water sector personas that could be critical in the future Segment Name Tech Innovator Futurists Water Guru Technical/Technology

Characteristics

• Creative
• Customer focused
• Innovator
• Strategist
• Influencer
• Creates value
• Hands on
• Skilled
• Field expert
• Collaborative
• Mechanically inclined
• Projects steps
• Uses timelines
• Process oriented
• Results oriented
• Attain solutions
• Fix something

Key Drivers / Considerations

• Create value
• Save resources
• Able to find gaps and

bring in new tech

• Challenging assignments
• Opportunity to learn

new technology

• Stability
• Benefits
• Machinery
• Return on investment
• Want

closure/completion

• Appreciation/validation

OUTPUT FROM US EVP WORKSHOP

Jan 2019

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Employee Segments and Drivers

Segment Name Innovators Critical Thinkers Social People Characteristics

• Dreamer
• Heavy thinker
• Perceptive people
• Analytical
• Proactive
• Engaged
• Risk takers
• Feedback seeking
• Opinionated
• Feeling
• Consensus seeking
• Check‐Ins
• Follow‐Ups

Key Drivers / Considerations

• Not risk averse
• Outside of box thinker
• Early adopter
• Challenges status quo
• Creative thinker
• Problem solver
• Likes change
• Resets processes
• Needs stimulation
• Needs challenging work
• Needs time
• Self‐driven
• Creative
• Need people who can

implement

• Need to recreate boundaries
• No micromanagement
• Process oriented
• Need some structure/rules of

engagement

• Need root cause

analysis/consultation

• Not afraid to rock the boat
• High interaction
• Harmony

OUTPUT FROM US EVP WORKSHOP

Jan 2019

Initiatives to progress a sector EVP framework

Top 10 EVP Initiatives for the Water sector: 1. Branding the water sector (jobs, customer education, career pathways) 2. Developing a vision/mission for Water sector 3. Nationwide certification that is valid across utilities 4. Early outreach to students (middle and high school) 5. Leveraging data for storytelling, crafting value propositions, etc. 6. Competency framework and development for water sector 7. Recruitment (accelerated, by persona, by region) 8. Community college engagement: creating curricula and pathways into water sector) 9. Information sharing across sector (success stories, case studies, etc.)

• 10. Toolkit for Water Sector (EVP, SWP, job descriptions)

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Contact us about this project

Walter Graf

Program Director – Strategic Asset Management & Intelligent Water Systems Water Research Foundation wgraf@waterrf.com (571)‐384‐2102

Matt Campbell

Managing Director – People & Change, Talent Solutions KPMG mscampbell@kpmg.com (917)‐488‐1391

Peter Gee

Manager – Productivity and Performance Improvement Water Services Association of Australia Peter.gee@wsaa.asn.au +61 413 968 185

Questions for Our Speakers?

• Submit your questions

using the Questions Pane.

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Thank you!

Matt Campbell | Managing Director, Advisory – Talent + Organization | KPMG LLP +1 917 488 1391 | mscampbell@kpmg.com Walter L. Graf, Jr. Program Director Asset Management & Intelligent Water Systems | Water Research Foundation 571 384 2102| wgraf@waterrf.org

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